GRIGGS GLOBAL ADVANCED MASTER UNIVERSITY OF BUSINESS ADMINISTRATION PROGRAM CAPSTONE PROJECT REPORT DEVELOPMENT STRATEGY OF SAIGON COLLEGE OF ACCOUNTING, FINANCE AND INFORMATICS FOR THE PERIOD 2011-2020 Group Number: Student's name: TUAN TRAN VAN THAM VO THỊ TUOI LIEN DANG THI QUYNH HANH NGUYEN THI HONG NHAT THAI HOANG TANG CLASS: GAMBAO1.C0409 HO CHI MINH CITY 2011 TABLE OF CONTENTS Acknowledgemets tt Tab]€ OÍ CORtPHS LH HH HH FIGURES AND TABLES i HH ili Figure 1.1.4: Strategy formation analysis ÍT AM€ 2222 n h Elgure 1.1.4.2: EFE matriX 0n h Figure 1.1.4.3: Competitive 2U NA da a cc [lgure 1.1.4.4: IFE matfriX Q0 nh H H cc [igure 1.1.4.5: Chart oŸ SWOT matrix on n h Figure 1.1.4.6: Quantitative Strategic Planning Matrix (QSPMI) nhe 10 1] Table 2.1.1.2 The scale of organization StFUCf UFE s22 122 nh 17 Tabl 2.1.1.3: Allocation status of school facilities 22 SH 19 Table 2.1.1.4: Industry structure and training fie lđs .2 n h o 20 Table 2.4.1.5: Policy of tuition fees for Special subjec tfs n2 39 Table 3.1.3.1 External factor evaluation matrix (EFE MATRIX) 48 Table 3.1.3.2 Internal factor evaluation matrix (TFE MATRIX) 49 Table 3.1.3.3 Competitive 22 A" aqaa 55 Table 3.1.3.4 | Matrix strengths, weaknesses, opportunities, risks (SWOT 57 Table 3.1.3.5(A) QSPM Matrix — Group of strategies S—O ooo ecccecec cee, 62 Table 3.1.3.5(B) QSPM Matrix— Group oŸ strategies W ~ O 222 63 Table 3.1.3.5(C) QSPM Matrix — Group of strategies S —T 64 Table 3.1.3.5(D) QSPM Martrix — Group of stratergie s W —T 66 Table 3.2.1.1: Orientation of development scope of training forms from 2011 to Ta 68 Table 3.2.2.3: Orientation of development of teaching staff from 2011 to 2020 73 Table I 3.3.1 Estimate renovate budget,facilities repair cc iil and equipment 80 Table 3.3.2 Allocation quantity - staff level - Teach er (person) Table 3.4.1a : Analyze the financial situation of the Saigon College of Accounting - Finance - Informatics through balance sheet in 2009, 2010 86 Table 3.4.1b Results of business activities in 2009, 2010 1n no 87 Table3.4.1e: The basic finaneial indieators s22 88 Table3.4.2: The total estimated cost of investment 2222 E2 90 Table 3.4.3.2-a: Turnover of the Project over the Y€AFS u22 2222 ce 9] Table 3.4.3.2-b: Depreciation of property details ece ecceceteecceccec 93 Table 3.4,3.2-c: Theoretical break-even DOITẨ 20022 201 222002 94 Table 3.4.3.2-d: Business result 0n HH 95 Table 3.4.3.2-e: Table of debt payment schedule 222 uc, 95 Table 3.4.3.2-f : Debt payment source 05 cee eececeesceeceececs cee 96 Table 3.4.3.2-9: Flow of CUTT€TCY ânAÏySIS 20222101 97 Table 3.4.3.3 One-way sensitivity and two-ways sensi tivity 0Ÿ proJect 98 INTRODUCTION Chapter Theoretical Basic án 2S HH HH 1.1 Overview on the business SEALE RY 2.0 ỤaHHẬHĂHĂ)L)Ă)ĂL Ô I.1.1 Concept ofthe strategy nh H H 1.1.2 Roles of the strategic administrati on n h o —.—` ` 1.1.4 Process of setting up the business J0 20 1n 186 1- 1.2 Training demands and actual situations in Viet Nam I3 1.3 The necessity in planning development strate gy of Saigon College of Accounting Finance informatics 0.00 0.cccccceee cececeeeceseseseeeeeeecccc 13 Chapter Analysis of impact factors affecting developmen t Strategy of Saigon College of Accounting Finance Informatics(Period of 2010 — 2020) cece cece ee ececeeeccees 16 2.2 Analysis College of macro of Accounting environment - Finance a2 affecting development - Informatics — process Opportunity of Saigon and nh challenge ce 22 2.2.1 Context of Economic — ĐOHIẨCS 2211 nh 2.22222 22 2.2.2 SOClal ÍAC[OTS v2 SH Ho 29 2.2.3 Science elements - technology 2221 nh o 32 2.2.4 Environmental faCtOTs cu nnnEn n o 52 2.2.5 Analysis of strong and weak points, opportunities and challenges occupational education 2.1 1S HS n h 2.3 Analysis of micro environment that affects to the development to 33 of Saigon College of Accounting Finance Informatics - Identify opport unities and challenges ¬— .ẽ sisasesvassesacaasssvessceseceescsccees 33 2.3.1 Sector management of the Ministry of Education and Trainin g 37 2.3.2 Competitive schools in the same seetOrs 22 h 37 2.3.3 The development of local COT OTTY) ance» xs orm 5s erseiin ta #5 sen vv cong y equye $4 slat 444 eka tx dm 38 2.4 Analyzing the internal environment that affects to the development of the School, identify strengths and weaknesses through matrixie 38 2.4.1, Analyzing the internal environment 00cccccccccsee ceceeeceeecccee cc 38 2.4.2 Evaluating the strengths - weaknesses 222200 cc 40 Chapter 3: Strategies build up and solutions for the deverlopment of Saigon College of Accounting Finance Informatics (Period of 2010 — 2020) 3.1 Build up strategy cv Heo 44 3.1.1 The basis of strategic orientation 222 22 2t s rcc 44 3.1.2 General strategic đirection 121 c1 t e cctvt 45 3.1.3 Set up strategy for ChoOSiNg .ccccceccssssssesssssseessssasiesssastisessesseeeeeeteescc eeecec 47 3.2 Specific solutions for execution of SITACĐICS ng nen 68 3.2.1 Regarding the strategy of market development cccccecsccccsseescses cscsseecesees 68 3.2.2 Regarding the strategy of human resources developmenI s.cc se: 69 ốc 79 3.3.2 Program 2: To consolidate the development team of managers, teachers 80 3.3.3 Program 3: Open new Branches 000 88" ‹ 82 3.3.4 Program 4: Stuđent t1 re 83 3.3.5 Program 5: School trademark promotion SE -2222s 83 3.3.6 Program 6: Joint training - to promote research and applic ation of science technology in training and community serve 552 515 Em 84 3.4 Financial plan for the development strategy .c.ccccceccsccssesesssesec stecseseeseescesce 86 3.4.1 The financial situation of Saigon College of Accounting Finance- 22626 n2naỤ 3.4.2 Estimate Budget for developing 3.4.3 Economic efficiency of projeets 3.5 Evaluates the PFOBTAM socio-economic Ặ result and strategy in s22 2n effect 1A1 the of strategic period 86 2011- 90 development 99 3.6 Implements the schedule 2Stn 22221221 c ss 100 3.6.1 Implementing route e.ecccesescssssssesscssssvessssstvsssssasiessssstisesest eeeeeesteeeceeccc 100 3.6.2 Assign lÔ CN -d31 10] REFERENCES r e o 103 APPENDICES APPENDICE Form opinions of teacher evaluation 6c00-0000 104 APPENDICE Form opinions of student assessmert 22 nh 107 APPENDICE Form opinion of specialist s1 nh 110 APPENDICE Form opinion of internal Specialists ST 2So 113 Vi APPENDICE The sum expert opinion about the importance of macro factors affecting the development of school 1122218 ce 117 APPENDICE The sum expert opinion about the importance of micro factors affecting the development of school 121252 nh 119 APPENDICE The sum expert opinion about the possible reactio n of the school in the competitive factor icc 11122 nh nho 121 Vil Gric cs) UNIVE MGMT 689 — Strategy Management INTRODUCTION With the great development of the Science and technology, especially the IT and communication, the human beings is approaching to knowledge based economy in the orientation of rapid globalization all over the world Socio- economic development Strategy 2001 — 2010 referr ed in the Party Congress IX (4/2001 ) which posed the general target “ To lead out countr y get rid of less developed situation, successfully improving the material and spirit life of the people, to create modernization the fundamental by 2020, based _ industrialization development is considered our country” as the fundament country For as a condition for bringing the human implement said the promulgated training requirements, by the Prime development the No Minister on strategy of by this and motive modernization, 500/TTg basically purpose, showed an education of the industrialization, resource into full play To dated 8" July establishing the Vietnam’s 2020 become that the 1997 was education — socio-economic development strategy and the human resources and education devel opment strategy is related dialectically Pushing up the target of industrialization, modernization largely depends on the success level of human resources, in which the strategy plays important role To meet this requirement, Sector, over the past year, in a common direction of the Education — Training Sai Gon College of Accounting, Finance and Informatics (SAFI) has non stop developed its scope and improved the quality qualified labor sources positively supplying the technical country In a dynamic and much variable economy of training the labor source for the as present, in order to set up, implement and access the decisions related to many functions allowing the College to meet the general requirements of the whole branches, simultaneous ly to meet the development planning target of the college, we establish a development target of Sai Gon College of Accounting, Finance and Informatics for period of 2010 — 2020 CS Global Advanced Master of Business Administration Frogram ~ | Grice MGMT 689 ~ Strategy Management The building a strategy for education unit is not simple work, as the final result of the development is not merely to achieve the profit but also as a factor of contributing to the society Moreover, the final product of the training process is trained people who can meet the particular characters of the current time of science and technology revolutionary happening in global scale, at the same time required to strategy set up must be appropriate to general instruction of the development Strategy of the whole branch of education — training With the limited vision, it is certainly that the strategy is required often amended and completed, it highly appreciate if the Teachers and all of you to contribute opinions Gs Global Advanced Program Master of Business Administration Gric cd) UNIVERSITY MGMT 689 — Strategy Management CHAPTER I: THEORETICAL BASIC 1.1 Overview on the business strategy 1.1.1 Concept of the strategy: According to the conventional approach, business Strategy is the long-term basic target of an enterprise defined and the action program implemented togethe r with the necessary resources allocated in order to achieve the set target It may be understood that the business strategy is the model being used by the enterpri ses for future orientation in order to meet the set targets and maintain the development Strategy is defined as aggregate decisions and actions to achieve the goals and possible to connect the internal forces and external environment of an organization (According to Prof PhD This means Nguyen Loc — Vietnam Institute of Educational sciences) the strategy must be always assist the organization to achieve its set goals Each organization is required to set up fundament for future success, at the same time, make effort to excess its vitals in the international competitive arena In present business environment, the speed and level of the variations which affects on the organizations are rapidly increase, it is required that organization to be sensitive, and adaptable to such variation in order to exist and develop The strategic administration process for the purpose of the set goals allows organizations to be adaptable effectively to the long-term changes 1.1.2 Roles of the strategic administration: Strategy helps an Organization to understand better about the current changes as well as potential changes, as leverage can be used by such organization to create advantage for itself: [Gs Global Advanced Master of Business Administration Program Griccd) MGMT 689 — Strategy Management UNIVERSITY ° To help the organization to define its mission and goals, select orienta tion to meet such goals, and to define its scope, position during the performance ° The organization can understand the competitive situation, recognize opportunities, threats and strengths, weakness in order to grasp such opportu nities and minimize the threats, and allow the organization to define its original, distinct values in the competitive context ° To help the organization to make decisions on the existence and development appropriate to available competences and efforts in future 1.1.3 Types of strategy: Analysis and valuation of the factors allow the college to combine to select many strategies Depending on scope of the strategy, it may be selected the followin g strategies: 1.1.3.1 Based on the strategy scope: e General strategy (overview strategy): referring the most important matters, most covering and long term significant, and vital to the college e Part strategy: is the strategy to solve each internal matter ( scale development strategy, enrollment strategy, trade mark advertisement strategy, etc,) 1.1.3.2 Based on the market approaching: e The strategy focuses on key factors, the human resource not spread widely e The strategy based on the relative advantage based on the competitive advantage between the college and its rivals e c2 Creative strategy looking at the matters to discover new training fields Global Advanced Master of Business Administration ... Strategies build up and solutions for the deverlopment of Saigon College of Accounting Finance Informatics (Period of 2010 — 2020) 3.1 Build up strategy cv Heo 44 3.1.1 The basis of strategic orientation... accept for the robust growing economy 1.3 The necessity in planning development strategy of Sai Gon College of Accounting, Finance and Informatics Viet Nam’s State regards education and training and. .. allowing the College to meet the general requirements of the whole branches, simultaneous ly to meet the development planning target of the college, we establish a development target of Sai Gon College